Banks & Company LLC

Banks & Company LLC B&C is a full service public affairs firm focused on the strategic management of issues and relationships and strategy around a data driven approach.

LB3 Management was founded on 12/28/2001. Over the past 13 years 50 different clients have enlisted the help of LB3 Management to strategically solve the problems or challenges that have succumbed them. Although a small company LB3 Management is ever growing. With the last two years being the most profitable. At this company we build strategic relationships, We develop and manage brands,we are t

rainers, event producers and business developers. Our mission is to ensure your company or campaign is reaching its maximum potential. Our vision is that this company is most admired for guiding our customers to data driven results through strategic relationships and global strategy.

04/04/2026

New Approaches to Federal Relations
It’s time to move on from past relationships with the federal government, like finding a new love. We emphasize that the previous way of interacting with the government is no longer effective, urging counties and states to seek new approaches under the current administration.

Contact or visit www.bankscompany.us to find out how we can help you find a new approach

03/30/2026

Navigating Political Divide in Governance: The Banks & Company Approach

Good afternoon, everyone. My name is Eric Foster, Vice President of Strategy and Research at Banks & Company, a public affairs firm proudly African American owned and headquartered in Michigan.

And yes, I am a Michigan State Spartan—Go green, go white!

Understanding Intersectionality in Governance
I want to address the intersectionality that exists for state governments, county governments, school districts, higher education institutions, and local governments. The choices voters make and their implications for how the current federal government treats communities, particularly when the majority votes against them, are critical topics. These choices directly affect the relationship between local entities and the federal administration.

Applying Life Lessons to Governance Challenges
Drawing from my own experiences, Banks & Company has developed a framework for consulting communities facing these challenges. We guide them on surviving when their interactions with the federal government become strained, especially when treated as "less than" by those in power.

As a two-time divorcee, I understand personally that some relationships, despite efforts, cannot be salvaged. This analogy applies to majority Democratic voting communities: at some point, it is necessary to accept that those in power are simply not interested in fostering a productive relationship.

Recognizing the Reality and Moving Forward
Continuing to try to salvage the relationship for appearances or other reasons ultimately leads to imbalance and excessive burden. This dynamic mirrors the experience of blue states dealing with the Trump administration since January 2025, where the federal government has treated opposition states and communities as adversaries. Federal policies and appropriations have been used to punish these communities, reducing funding for education, infrastructure, environmental concerns, housing, and public safety. Additionally, federal agencies have imposed rules and restrictions that conflict with the priorities of local officials and their constituents.

Framework for Response: The B&C Way
States and local governments have responded in various ways. Some have attempted to restore civility and common ground with the federal government, much like trying to build a relationship with a former spouse. However, often these efforts are futile, as my own experiences have shown. In toxic relationships, no matter what you do, it may never be enough to repair the bond.

For local governments in majority Democratic voting areas, Banks & Company recommends a similar framework: accept the reality, seek new partnerships, and adapt to the new environment.

Finding New Partnerships and Revenue Streams
It is essential to find "a new love"—to replace what was lost from the federal government. This means seeking new funding sources, rethinking policy and contracting approaches, and considering new methods for procurement, education, and environmental management. Operating without a federal partner requires raising new revenue and changing operational strategies.

Options include moving beyond statutory and constitutional limitations for utilizing debt financing, forming regional compacts for inter-jurisdictional cooperation, pooling resources for collective purchasing, and exploring public-private partnerships. These strategies help offset lost federal support and enable governments to meet fiscal and service objectives for their constituents.

Collaboration with like-minded entities and engagement with companies willing to work with Democratic-majority states are vital. Public-private partnerships and innovative approaches open new opportunities for policy, funding, and service delivery.

Transparency with Constituents
It is crucial to keep constituents informed about changes and the reasons behind them. Governments should be honest about the evolving relationship with the federal government, much like parents explaining a divorce to their children. Embracing reality, communicating truthfully, and setting boundaries for new partners ensures stability and comfort for stakeholders seeking better circumstances.

Banks & Company’s Commitment
At Banks & Company, we approach these challenges as opportunities. We help governmental bodies accept the end of their previous relationships with the federal government and guide them in caring for their constituents—whether children or elders—amid new realities. We assist in finding new revenue streams, partnership models, and communication strategies to ensure continued thriving and service delivery.

Visit us at www.bankscompany.us or email me at [email protected] for support in navigating this new world.

Thank you, and we look forward to helping you succeed despite these challenges.

03/27/2026

Adjusting to the Governmental Breakup: Let Banks & Company guide your path

Understanding the Shift in Governmental Relationships
I want to address the importance of recognizing when circumstances have changed and adapting to those changes accordingly. Although my initial statement may seem vague, I encourage you to listen closely.

The Structure and Interconnectedness of Governmental Systems
Within our governmental system, we have various branches and levels: federal, state, county, local, school districts, higher education, and intergovernmental agencies that sometimes cross jurisdictions, such as park, water, or transportation authorities. These bodies often overlap and interact—competing at times but usually collaborating effectively under normal conditions.

However, in 2026, we find ourselves in an abnormal environment. If you are a leader or representative of a majority voting community that did not support the current regime in Washington, D.C., the federal government actively harbors negative sentiments toward your community. This has resulted in punitive actions, such as holding up funding or issuing executive orders that target policies or programs important to your constituents, effectively punishing your community.

Adapting to New Realities and Seeking Alternatives
It is vital to accept these realities and make necessary changes. If you belong to one of these governmental bodies, now is the time to explore alternative ways to meet the needs of your constituents. Traditionally, support from the federal government would help with disaster relief, infrastructure, education, and public health guidance. However, those avenues may no longer be available, and accepting this new reality is crucial.

This situation can be likened to marriage—you eventually reach a point of no return. Speaking as a two-time divorcee, I know that delaying acceptance of such endings only impedes effective transition. Just as I had to rethink how to live, function, and raise my sons after divorce, local governments must now consider how to operate independently of federal support.

Communities like Illinois, Detroit, Fulton County, and Maricopa County are embroiled in contentious disputes with the federal government. Much like the intense conflict depicted in "The War of the Roses," it is better to accept the situation and begin planning for new opportunities and partnerships.

Exploring Creative Solutions and Partnerships
As municipalities, counties, school districts, universities, or states, you must now seek "a new love," as the Jody Watley song suggests. The federal government, once a reliable partner, may now be uncooperative or even adversarial. It is time to look for new ways to meet obligations and co-parent responsibilities. That is where Banks & Company comes in—as your consulting counselor to help navigate this breakup.

Accepting the breakup means making changes, which can range from amending constitutional provisions or statutes to allow emergency debt issuance, to considering public-private partnerships and corporate sponsorships. For example, if your state constitution restricts debt issuance during emergencies, it is time to amend those provisions, as emergencies may persist for years. Michigan, for instance, has laws allowing emergency fiscal actions, such as issuing debt or exceeding budget limits during emergencies.

Given the current climate, you must break the glass in case of emergency—take creative steps to support your community, even if it means increasing your budget or forming new partnerships. If federal support for parks, roads, or other projects is unavailable, look to businesses, companies, or other entities to fill the gap. Corporate sponsorships, such as naming rights for public facilities, may not be ideal, but if they help close budget gaps and advance improvements, they are worth considering.

Communicating and Preparing for Transition
Banks & Company can help you identify and implement creative solutions to attract like-minded residents and businesses from other states, and communicate effectively with your community about these changes. Just as I had to have difficult conversations with my children after divorce, it is important for government leaders to prepare constituents for the realities of co-parenting and separate responsibilities.

These life experiences have shown me the importance of early and honest communication, which helps minimize the impact on those affected. Governments must do the same to ensure a smooth transition and position themselves for success after the "divorce" from federal support.

Planning for a Resilient Future
States such as Illinois, Minnesota, Minneapolis, Denver, Colorado, California, and Portland, Oregon, are now in the divorce phase with the federal government. It is time to develop a game plan for transitional life, ensuring you are prepared regardless of future administrations. Having a contingency plan—a "go bag"—will allow you to continue providing for your citizens and businesses, even if political dynamics shift again.

If you are interested in Banks & Company’s approach to public policy, development strategy, and transition, please contact me at [email protected] or visit our website at www.bankscompany.us. We are here to support agencies, elected bodies, and communities as they prepare for and navigate this transition period.

Support and Resources from Banks & Company LLC
The transition is challenging and unexpected—no one anticipated being "kicked out" by the federal government. Nevertheless, Banks & Company is here to help you function effectively in spite of these circumstances. Our team brings business expertise and life lessons to help you strategize and move forward. Visit us online at www.bankscompany.us, email me at [email protected], listen to our Apple Podcasts or Substack channel, and connect with us on LinkedIn, Facebook, Threads, or Twitter. We are here to help you make the best transition possible and emerge stronger from this period of change. I am Eric Foster, Vice President of Strategy and Research for Banks & Company

03/23/2026

Banks & Company Approach to Educational Policy Changes

My name is Eric Foster, and I serve as Vice President of Strategy and Research, as well as Business Development, at Banks & Company LLC. Today, I would like to discuss our perspective on education and the critical changes we believe are needed in educational policy and assessment.

The Need to Rethink Student Assessment
As both a parent and someone who has navigated their own educational journey, I see the importance of evolving how we measure student outcomes. Traditional assessments, particularly standardized tests, currently dominate how we judge student, teacher, and school district performance. However, these methods are limited and often fail to capture the true breadth of a student’s abilities and progression.

The reality is that many statutory laws, appropriations, funding decisions, administrative rules, and executive orders—whether at federal, state, or district levels—continue to rely heavily on test scores. This approach overlooks the diverse talents and capacities of students. Not everyone excels at standardized tests, regardless of intelligence or potential. For example, people I know who are incredibly bright have struggled with standardized testing, while others, myself included, have found them easy. This disparity shows that test scores alone are not a meaningful measure of a student’s progression or of educational effectiveness.

Expanding the Metrics for Educational Success
At Banks and Company, we work closely with intermediate school districts in Michigan and various clients, such as school districts, parent advocacy organizations, and charter, parochial, and private schools. Our goal is to help these organizations expand their definitions of performance metrics and post-high school outcomes.

Ultimately, our shared objective is to prepare young adults for success in a variety of post-secondary pathways. These include attending college, becoming entrepreneurs, joining the military, entering skilled trades, or going directly into the workforce and advancing in their careers. Education should equip students to pursue any of these routes and to achieve better outcomes than previous generations.

Incorporating Broader Measures of Progress
We believe that relying solely on test scores fails to create meaningful connections between educational experiences and real-life success. Therefore, it is vital to measure additional factors, including student attendance, participation in extracurricular activities, career pathing aligned with grade levels, and student engagement in various industry segments such as healthcare, engineering, biosciences, and more. These metrics, along with regular grade point averages and classroom content, provide a more complete picture of student development.

Parental involvement and growth are equally important in assessing educational outcomes. By considering both student and parent progress, we can better determine whether schools and districts are truly making a positive impact on children’s lives.

Strategies for Comprehensive Child Assessment
To effectively understand and support each child’s growth, it is necessary to expand the range of measurements used. Tracking progress quarter by quarter and year over year allows educators to identify specific areas where students face challenges. This targeted approach enables the use of research-based tools and strategies tailored to individual needs, rather than relying solely on test performance, which may not accurately reflect a student’s strengths and areas for improvement.

For example, a student might excel in classwork and activities but struggle with essay development or composition, which may not be evident from test scores alone. Understanding these nuances ensures that interventions address the real issues.

Expanding Access to Career Role Models and Opportunities
My own upbringing provided me with abundant access to opportunity through exposure to business owners, nonprofit executives, faith-based leaders, elected officials, and educators within my extended family. However, this is not the norm for many households. Most do not have direct role models in a range of professional fields, which limits their exposure to potential career opportunities.

In the educational space, it is crucial to find ways to expose both children and parents to diverse opportunities, especially for families where such exposure has not been the norm. Schools should help address “opportunity poverty” by bringing these experiences into the classroom and community.

Banks & Company’s Role in Bringing Policy Change to Life
As a consulting firm in the public policy space, Banks and Company is well-positioned to help districts and organizations think differently about engaging policymakers. We guide clients in developing better tools for measuring real outcomes, enhancing parental engagement and exposure, and connecting these efforts to positive post-high school outcomes.

Our approach starts with the foundational elements of statutory and appropriative law, funding mechanisms, administrative rules, executive orders, and policy implementation. We work to ensure these frameworks support tools and processes that prepare students for whatever futures they choose.

We help clients communicate proactively with stakeholders and policymakers—setting the agenda rather than waiting for legislative or budget changes. By distilling ideas into actionable policy proposals, appropriations requests, administrative rules, and legislation, we support districts in achieving meaningful, measurable outcomes.

Connecting with Banks & Company
If our approach aligns with your district’s goals, we invite you to contact us at Banks and Company. Our office number is 313-688-4800, my email is [email protected], and our website is www.bankscompany.us.

We are ready to help you enhance your educational strategies for both your primary customers—the parents who choose schools—and your secondary customers—the students who benefit from their parents’ choices. Let us work together to achieve real results and move beyond the recurring question of why current approaches are not working. We look forward to helping you make meaningful improvements in educational policy and student success.

03/02/2026

Policy Doesn’t Sit in Isolation: Information Is the Glue That Makes Outcomes Happen:

In government relations, money matters—but it’s not the most important currency.
Information is.

Information shapes how decisions get made, how quickly stakeholders can move, and whether your objective becomes a real outcome—or just another good idea that never leaves the meeting room.

I’ve talked about this with clients in a very different context: poverty. Poverty isn’t always just financial. Sometimes it’s informational. People can live inside an information vacuum—without the knowledge, exposure, or context that helps them identify opportunity, measure progress, or make strategic decisions.

That lesson applies directly to public affairs.

In government relations, information drives outcomes in two ways
1) Understanding decision-makers like customers
At Banks & Company, we treat elected officials, senior staff, and agency leaders like customers in a buying process. That means we do deep research to understand:
• who they are,
• what they care about,
• how they’ve acted on related topics,
• what moves them from “maybe” to “yes,” and
• how to communicate in a way that fits their decision-making reality.
When you’re trying to advance public policy, appropriations, administrative rules, or executive action, you are asking stakeholders to buy what you’re proposing—because every decision is a purchase of an idea, a risk profile, and a set of tradeoffs.
That research and persona work is information—and it’s currency.

2) Making sure your “ask” fits the neighborhood it will live in
The second side of information is understanding the environment your ask will operate in.
A bill doesn’t stand alone. It doesn’t “live on an island.” It moves into a neighborhood—surrounded by existing laws, constitutional constraints, judicial precedent, fiscal impacts, agency procedures, and stakeholder pressures.

So if you want a bill introduced, amended, passed, or defeated, you need more than bullet points. You need:
• draft language that fits where it will sit,
• analysis of how it interacts with existing law,
• a clear story of impacts and costs,
• preparation for objections and legal questions, and
• briefing materials that make it easy for legislators, staff, and agencies to do their jobs.
That’s information—and it’s currency.

Why this matters—especially for a firm like Banks & Company
We’re not the kind of firm that shows up with “influence” as our core product.
Our influence is built differently.
Our currency is being able to take complex policy and make it actionable:
• turning objectives into legislation, appropriations language, or regulatory pathways,
• working with staff and technical experts to make it clean and defensible,
• and serving as a practical conduit between clients and the people who can implement solutions.
We’ve applied this approach across sectors—cannabis, education, public health, energy (clean and traditional), insurance, labor, local government operations, and more.

The bottom line
Without information, you’re guessing.
You’re hoping.
You’re throwing ideas at the wall and praying something sticks.
That’s not a strategy.
If you want strong outcomes and real value for your investment in government relations, you want a partner who uses information as the glue—from stakeholder research to policy drafting to implementation strategy.
If you’re ready to work with a team that wins with preparation, clarity, and ex*****on, connect with Banks & Company.

Connect with Banks & Company
• Website: www.bankscompany.us
• Email Eric Foster: [email protected]
• CEO Lloyd Banks III: [email protected]
Information is currency. How you use it changes your future.

02/28/2026

Stop Waiting at the Stove: Why Proactive Lobbying Wins

Most organizations don’t lose in government because their goals are bad.

They lose because they’re waiting.

At Banks & Company LLC, we think about lobbying the way I learned to think about pancakes as a kid.

My grandmother Foster made the best pancakes I’ve ever had—better than any diner, anywhere. And like a lot of kids, when I wanted pancakes, I used to wander into the kitchen and just… stand there. I figured if I waited long enough, she’d come in and make them.

She looked at me one day and made it plain: standing there wasn’t going to produce pancakes.

So she did something that changed the way I think about outcomes to this day: she taught me the recipe. No waiting. No hoping. No guessing. If I wanted pancakes, I needed to know how to make them—then make them.

That lesson maps perfectly to the difference between reactive and proactive lobbying.

Reactive lobbying is “waiting at the stove.”

A lot of organizations hire lobbyists who operate in a reactive mode:
• They wait for a bill to be introduced
• They wait for an agency to propose rules
• They wait for an executive order
• They wait for budget decisions and appropriations
Then they scramble—late, behind the curve, and usually responding to someone else’s agenda.

That approach can keep you busy. But it rarely gets you the outcome you want.

Proactive lobbying is “making the pancakes.”

Proactive government affairs starts with a different mindset:

If you want change, you don’t wait for government to invent it for you.

You define what you want—then you translate it into the actual vehicles government uses to act:
• Statutory change (laws): pass it, amend it, or defeat it
• Appropriations (funding): not just authorization language, but real dollars
• Administrative rules: shaping what agencies can and will do
• Executive action: orders, directives, and policy implementation
Then you do the hard part: you build the pathway and the coalition to make it real.

What Banks & Company does differently
At Banks & Company, our work is built around a straightforward promise:
We don’t just “monitor government.” We move it.

That means we sit down with you and get precise about:
1. Your desired outcome (what does “winning” actually mean?)
2. Which lane of government controls it (legislature, executive, agency, budget, local authority)
3. Who the real decision-makers are (and who influences them)
4. What the “recipe” needs to be (bill language, budget language, rule concepts, executive package)
5. How we sell it (stakeholder strategy, messaging, meetings, coalition activation)
In other words: we help you stop waiting on government to “make your pancakes,” and instead we help you put a plate in front of decision-makers that’s ready to approve.

The outcome: you get fed—and you get results

Too many organizations with good missions and serious objectives get stuck reacting:
• reacting to bad bills
• reacting to negative funding decisions
• reacting to rules that should have been shaped earlier
• reacting after the window to win has already closed

Proactive lobbying changes the timeline. It puts you earlier in the process—where the leverage is.

If you’re ready to stop standing at the stove, Banks & Company is ready to help you make the pancakes—and serve them to the people who have the power to act.

Connect with Banks & Company
• Website: www.bankscompany.us
• Email Eric Foster: [email protected]
• CEO Lloyd Banks III: [email protected]

Let’s go make these pancakes.

An Equitable Energy Future Requires Unlikely AlliesThe future of energy is being written not by one author, but by many:...
09/06/2025

An Equitable Energy Future Requires Unlikely Allies

The future of energy is being written not by one author, but by many: corporate executives, policymakers, entrepreneurs, community activists, investors, and everyday citizens all have a hand on the pen. The transition to a cleaner, more equitable energy economy is the ultimate team project. Yet too often, these players operate in silos, or worse, at odds. How do we break down the silos and align interests? By actively forging unlikely alliances and centering equity in every conversation.

Banks & Company has embraced this philosophy from day one. Our projects often put us in rooms where environmental justice organizers sit next to oil industry reps, or where tribal leaders brainstorm with tech startup CEOs. These aren’t always comfortable conversations, but they are profoundly productive. We’ve seen a rural electric cooperative partner with a civil rights group to secure federal funds for grid modernization that benefits low-income households. We’ve facilitated dialogues where a labor union leader and a cleantech venture capitalist jointly advocated for a state energy storage incentive – bridging the typical labor vs. capital divide for a greater good.

Crucially, we’ve learned that equity is the glue that can hold these coalitions together. Equity in this context means everyone sees a benefit: jobs for local workers, profits for businesses, cleaner air and lower bills for communities, inclusion of historically marginalized groups in decision-making. For instance, in our work on DOE’s Community Clean Energy Coalition Prize, we mentored coalitions that included city officials, non-profits, and neighborhood associations. One coalition devised a plan to install solar panels on city schools, funded by savings reinvested from energy efficiency upgrades. That plan checked a lot of boxes – it was technically sound, financially savvy, and socially beneficial (providing educational opportunities and lower energy costs in a diverse urban district). It won funding, but more importantly, it created a template for collaboration that others are now replicating.

No single entity can solve the energy puzzle alone. But when utilities, innovators, governments, and communities each contribute their piece, the picture becomes clearer – and brighter. Banks & Company’s role is the convener and the strategist, aligning incentives and translating languages (be it technical jargon to layman’s terms, or activist demands to policy frameworks) so that partnerships can form and flourish.

Conclusion: The energy sector is undergoing a transformation as profound as any in its history. Those who thrive in the next decade will be those who partner widely, listen deeply, and act boldly with equity in mind. If there’s one lesson we carry from our diverse portfolio, it’s this: the most unlikely allies can create the most powerful outcomes. We invite all energy stakeholders – no matter your sector or perspective – to join us in building an energy future that works for everyone.





From Association to Influence: How Energy Trade Groups Can Lead the ChargeEnergy trade groups are more than conveners of...
09/02/2025

From Association to Influence: How Energy Trade Groups Can Lead the Charge

Energy trade groups are more than conveners of industry peers — they are amplifiers of the industry’s collective voice. In a policy environment where decisions are shaped by who shows up and speaks with clarity, associations have the ability to translate industry concerns into influence. Whether advocating for smarter regulation, defending against harmful policy, or creating new pathways for innovation, trade groups ensure that companies — from global corporations to emerging entrepreneurs — are heard in the rooms where decisions are made.

Banks & Company’s experience in this space underscores how effective stakeholder engagement can turn association agendas into action. Our work with the Clean Energy Business Network (CEBN) wasn’t about recruiting new members — it was about expanding the network’s reach to external stakeholders who could accelerate the Department of Energy’s prize programs. By engaging community coalitions, rural leaders, and local governments, we helped CEBN translate federal funding opportunities into local projects that created visibility and momentum for clean energy entrepreneurs nationwide.

Similarly, with the American Petroleum Institute (API), our role wasn’t internal growth but external connection. We facilitated engagement strategies that linked API’s national policy objectives with state and local stakeholders, translating national talking points into actionable support at the ground level. This work reinforced API’s ability to position oil and natural gas as part of the broader energy conversation, particularly in regions where political and community dynamics required more tailored engagement than national messaging alone could provide.

The takeaway is clear: when trade associations align their influence strategies with external stakeholder engagement, they expand beyond their membership base to shape the larger energy ecosystem. For energy trade groups, the real measure of success isn’t just who pays dues — it’s who listens, responds, and acts on the issues that define the future of energy.

Contact Eric Foster or Lloyd Banks for details or to arrange a meeting

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